tag:econsultancy.com,2008:/topics/digital-strategy Latest Digital Strategy content from Econsultancy 2017-09-21T11:35:00+01:00 tag:econsultancy.com,2008:BlogPost/69325 2017-09-21T11:35:00+01:00 2017-09-21T11:35:00+01:00 The National Trust on its digital roadmap (and moving from Waterfall to Agile) Ben Davis <p>The digital and IT teams have been finessing their Agile Scrum development methodology and are moving along a five-year roadmap to completely transform the National Trust's digital presence.</p> <p>In July this year, the National Trust launched a revamped holidays website, and I took the opportunity to talk to Head of Digital Tom Barker about the specifics of the organisation's transformation.</p> <h3>The importance of the MVP</h3> <p>The redesign of <a href="https://www.nationaltrust.org.uk/">NationalTrust.org.uk</a> was somewhat of a turning point for the organisation and kickstarted an Agile culture.</p> <p>With the previous website weighing in at some 50,000 pages and having a bounce rate of well over 60% (thanks to a non-responsive design), Barker and his team had to decide whether to launch an MVP or to take the hit on bounce rate for a further nine months while they created something more complete and with greater functionality.</p> <p>In the end, they chose the MVP, a "considered choice," as Barker puts it, "given the state of the website at the time."</p> <p>"Given that most people who come to our website are looking for days-out information," Barker continued, "you can imagine what the knock-on effect of that [bounce rate] is. If people bounce, they’re potentially not going to pay for entry, they’re not going to join when they get there, they're potentially not going to go to the tea room or the shop, they might not donate or volunteer."</p> <p>When the MVP launched, <a href="https://econsultancy.com/blog/67231-eight-reasons-the-new-national-trust-website-is-funkier-than-yours/#comments">there were grumbles from some users</a>, particularly about the lack of mapping on the site. Armed with user feedback and an extensive content audit, Barker and his team continued to improve the site, recreating content that worked for the new design. The MVP has since been beefed up from 9,000 pages of content to 15,000.</p> <p><img src="https://assets.econsultancy.com/images/0008/9068/mapping.jpg" alt="national trust website" width="615" height="401"></p> <p><em>Mapping functionality on the National Trust website</em></p> <p>Eighteen months on, the results of this iterative development are impressive. Since the start of 2017, Barker says there has been a "huge increase – and not just a spike – in the total number of unique visits to the site. Well over 20% up on the same period in 2016."</p> <p>Over this period, the National Trust has added functionality to the MVP such as being able to update membership details, renew memberships and donate online. Barker posits this new functionality and the richer content has played a part is driving more web traffic.</p> <p>Now that the website is responsive, bounce rate is half that of its predecessor, too. In 2016, on average two-thirds of all visits to the website came from a mobile device, showing just how important was a responsive MVP.</p> <p>The result of all this work is a shift to Agile, with Barker acknowledging that "we didn’t know how important [the MVP decision] would be at the time and just how much it would affect the way we built things in the future."</p> <h3>New ways of working</h3> <p style="font-weight: normal;">Apart from the move from Waterfall to Agile Scrum, Barker highlights two changes that were keys to success.</p> <p style="font-weight: normal;">The first was hiring an overflow facility, a space about a mile down the road from the National Trust's Swindon HQ where space was lacking because of all the people working on the new website. "Putting all the digital and IT people together (BAs, developers, designers, UX professionals etc.) in a single room, increased efficiency enormously," says Barker.</p> <p style="font-weight: normal;">He continues, "It wasn’t just about communication, they also had a conducive environment to work in, rather than rows of desks, giving these people space to do what they need, standup meetings, Scrum discussions etc."</p> <p style="font-weight: normal;">This space was vital given the National Trust increased capability around design, build and UX, to be able to do the work in-house. The digital team still had core agency partners, but Barker says that they "worked with [us] very closely", with Manifesto, the main build agency, often on site "a couple of days a week."</p> <p style="font-weight: normal;"><img src="https://assets.econsultancy.com/images/0008/9069/tom_barker.jpg" alt="tom barker" width="306" height="306"></p> <p style="font-weight: normal;"><em>Tom Barker, Head of Digital, National Trust</em></p> <h3>The digital roadmap</h3> <p>The National Trust's roadmap will be one that is familiar to many organisations in the leisure, heritage and charity sectors. In short, the roadmap represents a move from a "build it and walk away" mentality, characterised by deteriorating and disparate infrastructure, to a single destination for National Trust supporters.</p> <p>Barker points out that "when you looked at our web presence [a few years ago], there was a website for the National Trust and a different one for the shop, another for holidays, yet another for the picture library, and a different library for collections."</p> <p>This carried with it "all sorts of inefficiencies, around stability, data, production, brand," Barker continued.</p> <p>The five-year roadmap leads to a point where "from an outsider's perspective, it just has to appear like they go to the National Trust website and then book a holiday, plan a day out, look at collections and so on." Though, Barker says, "the reality is they are all driven by different engines and platforms, they appear to the user’s eye as a single domain identity or naming convention."</p> <p>On the back end too, the digital team also need to run these platforms with better shared UX, shared data, and with the same analytics tools across each of them.</p> <h3>The new holidays website - enabling customer journeys</h3> <p>The new National Trust holidays website has seen the Agile methodology and roadmap strategy continue. The old holidays site, in Barker's words, "wasn’t fit for purpose, it wasn’t responsive, it wasn’t stable enough, and it lacked some core functionality in terms of how people search for available dates."</p> <p>Again, the team took an MVP approach to quickly address business need and get the site up and running, before doing new releases. Within two weeks of site launch, map search and search by special offers were introduced.</p> <p>Looking at the site, it's clear that care was taken to make it part of the wider National Trust website, but also to cater for more focused customer journeys (booking holidays). Barker goes as far as to say that keeping a consistent top navigation, but also introducing an anchored secondary nav, is one of the features of which he is most proud (see GIF below).</p> <p>Barker says it "marries the need for it to be part of the National Trust site, but then offers a very focused conversion journey once you’re in and looking for somewhere to stay."</p> <p><img src="https://assets.econsultancy.com/images/0008/9070/NATTRUST.gif" alt="holidays national trust" width="526" height="289"></p> <p><em>'Holidays' is part of a consistent top nav, then as you scroll down the holidays homepage, a secondary nav is anchored (try it yourself <a href="https://www.nationaltrust.org.uk/holidays">here</a>)</em></p> <p>Again, the improvements have seen a significant uptick in key metrics. Holidays website traffic increased in August by 32% year-on-year, with bookings also up 32% year-on-year (with August traditionally the second busiest month of the year for holiday bookings).</p> <h3>Changing org culture</h3> <p>I asked Barker about what it's like working in digital in an organisation that seems to be changing and modernising very quickly. He told me that the digital roadmap has "required a lot of internal comms."</p> <p>However, a digital team that works productively with IT seems to have been a massive asset. This is a relationship that Barker rightly points out is challenging in some organisations, and that the National Trust has worked hard to forge.</p> <p>Barker also highlights the way in which the Trust's seven countries and regions, each with their own marketing operations and digital lead, have been brought fully on board. Keeping regional teams updated as to "what’s new, why we’re doing it and what the future holds" has been really important. "Ultimately," Barker says, "there's a lot of acceptance of what we have to do."</p> <p>This internal collaboration and the Agile development of the website means the Trust is now in a position to better prioritise work that is requested internally. Though there is a lot to be done, they can look at projects which show potential for high commercial worth, and for improving the current digital presence. One example Barker gives is work "on a long form content solution that will allow people to drill down into certain aspects of either curatorial content or a collection and get more detail on projects and richer content. These will be additional templates in the site that allow people to have a deeper experience."</p> <p>The National Trust certainly seems on a path to creating these rich and relevant experiences across each of it platforms.</p> <p>With visitor numbers up, membership numbers up, revenue up, and with 10% of all 22m annual visits to properties being prompted by the website, the next three years should make for a fascinating case study in iterative development.</p> <p>"We’re in a period of constant transition as any forward thinking org needs to be," says Barker. Heads of digital, take note, Agile is more than a buzzword.</p> <p><em>To improve your own skills in this area, check out these Econsultancy training courses:</em></p> <ul> <li><a href="https://econsultancy.com/training/courses/mastering-digital-project-management/"><em>Mastering Digital Project Management Training</em></a></li> <li><a href="https://econsultancy.com/training/courses/lean-ux-and-agile-design/"><em>Lean UX and Agile Design Training</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/69425 2017-09-15T12:02:00+01:00 2017-09-15T12:02:00+01:00 10 remarkable digital marketing stats we’ve seen this week Nikki Gilliland <p>Get stuck in…</p> <h3>Live stream engagement is on the rise</h3> <p>According to <a href="http://blog.globalwebindex.net/chart-of-the-day/the-rise-of-live-streaming-2/" target="_blank">GlobalWebIndex</a>, the amount of users engaging with live streams on social media has increased nearly 10%.</p> <p>Now, 28% of internet users have watched a live stream on Facebook, Instagram or Twitter in the past month – up from 20% in Q3 2016. </p> <p><img src="https://assets.econsultancy.com/images/0008/8992/GlobalWebIndex.JPG" alt="" width="720" height="540"></p> <h3>Data usage increases while lack of transparency remains high</h3> <p>A <a href="http://media2.bazaarvoice.com/documents/more-data-more-Problems-ebook.pdf?utm_source=press%20release&amp;utm_medium=PR&amp;utm_campaign=Ad%20Age%20Research" target="_blank">new study</a> by Bazaarvoice and AdAge has revealed how digital marketers view the impact and credibility of data partnerships. </p> <p>Despite an increase in data usage, it found that there is still a lack of transparency, with both the sources and quality of the data being misunderstood and mistrusted by marketers.</p> <p>While 95% of the marketers surveyed said that they employ first- and third-party data in their media plans, 64% are unsure about the origins of their data sources. What’s more, one quarter of brand marketers do not know how often their data sources are refreshed. </p> <p>Lastly, three out of four marketers said they are not confident that their data is reaching in-market consumers, and just 23% of agency buyers are fully confident that their third-party data partners deliver against KPIs.</p> <h3>Only 17% of new leads are converted as sales &amp; marketing teams struggle to align</h3> <p>A new study by <a href="https://www.dnb.co.uk/marketing/media/state-of-sales-acceleration.html" target="_blank">Dun &amp; Bradstreet</a> has revealed that there is huge disconnect between sales and marketing teams, with just 17% of new leads being converted into revenue as a result. </p> <p>57% of marketers say that understanding their target audience is a big challenge, and 56% say that an inability to find relevant and complete data holds them back.</p> <p>Meanwhile, 24% of salespeople say they don’t have enough time to research potential customers, and 35% say they are under more pressure to provide value in a digitally-led business.</p> <p><img src="https://assets.econsultancy.com/images/0008/8991/Dun_and_Bradstreet.JPG" alt="" width="423" height="438"></p> <h3>72% of consumers turn to Amazon to research products</h3> <p>According to <a href="https://kenshoo.com/e-commerce-survey/" target="_blank">Kenshoo</a>, Amazon is playing an increasing role in shopping discovery, as 72% of people say they visit Amazon to research products online.</p> <p>26% of Amazon users also admit to checking for alternatives, background information, and prices on the site when they are thinking about making a potential purchase in a physical store. Meanwhile, 51% say they usually refer back to Amazon to find out additional product information or to compare prices – even if they’re happy with the offering on another retail site.</p> <p>Lastly, 9% say that they often share interesting products that they find on Amazon with friends, colleagues, and family.</p> <h3>Millennials spend more time watching time-shifted content than live TV</h3> <p><a href="https://www.cta.tech/News/Press-Releases/2017/August/Millennials-Now-Watch-More-Time-Shifted-Content-Th.aspx" target="_blank">CTA</a> (Consumer Technology Association) has revealed that millennials’ interest in live TV is dwindling, with this demographic dedicating more time to watching content after it’s already aired.</p> <p>Millennials are now dedicating 55% of their TV-watching activity to ‘time-shifted’ content – either on streaming sites or on-demand platforms – compared to 35% of people aged over 35. </p> <p>Additionally, millennials are more likely to try content recommended by predictive recommendations, with 79% saying they've watched shows that have been suggested for them.</p> <p><img src="https://assets.econsultancy.com/images/0008/8990/CTA.JPG" alt="" width="491" height="491"></p> <h3>Personalisation generates 50% higher email open rate</h3> <p>A new report by <a href="http://www.yeslifecyclemarketing.com/campaign/benchmarks/vwo-subject-line-benchmarks" target="_blank">Yes Lifecycle Marketing</a> has revealed that brands are failing to use personalisation in email subject lines, despite a proven increase in open rates.</p> <p>It found that messages with personalised subject lines generated a 58% higher click-to-open (CTO) rate than emails without. However, just 1.1% of all emails sent in Q2 2017 had personalisation based on name in the subject line, while 1.2% were personalised based on other factors like browser behaviour or purchase history. </p> <p>In contrast, it appears marketers are largely focusing efforts on welcome messages, with 69% sending this type of email.</p> <h3>82% of global marketers say that predictive marketing is essential</h3> <p>Forrester’s <a href="https://rocketfuel.com/tlp/" target="_blank">latest study</a> has found that the majority of global marketers believe predictive marketing is essential.</p> <p>66% of marketers in a survey said that their customer and marketing data comes from too many sources to make sense of it. Consequently, 82% said predictive marketing is essential to keep up with competitors in future.</p> <p>The survey also found that 86% of global marketers plan to increase the use of AI to drive marketing insights in the next 12 months, and 80% said they will use AI to deliver consistent, optimised, cross-device content.</p> <p><img src="https://assets.econsultancy.com/images/0008/8988/Forrester.JPG" alt="" width="318" height="570"></p> <h3>Half of millennials prefer sales outreach via social media</h3> <p>Research by <a href="https://getbambu.com/data-reports/q3-2017-how-to-optimize-for-social-selling/" target="_blank">Bambu</a> has revealed that millennials are keen to use social media to learn about new products and services, with 45% of this demographic more likely to prefer sales outreach via social than older generations.</p> <p>Bambu also found that 35% of people are more likely to buy from a sales representative who shares industry news and helpful content on social, and 22% say that this activity makes them more likely to follow that representative on social.</p> <p>Social selling is clearly more favourable than traditional methods such as cold-calling – just 9% of consumers say that the phone is their preferred way to hear from a company for the first time.</p> <p><img src="https://assets.econsultancy.com/images/0008/8987/Bambu.JPG" alt="" width="720" height="467"></p> <h3>81% of retailers anticipate a future as a media company</h3> <p>According to <a href="http://go.brightcove.com/marketing-future-of-retail" target="_blank">Brightcove</a>, an increasing number of brands are taking on traditional broadcasters by producing long-form, TV-style content. As a result, 81% of retailers say they anticipate transitioning into fully-fledged media companies in future.</p> <p>From a study of 200 retail businesses in the UK, France, and Germany, Brightcove found that 61% are already offering TV-style content services, and a further 33% have plans to do so within the next two years.</p> <p>There could be resistance from consumers, however, as Brightcove also found that 41% of consumers who have previously watched this kind of content say it is too ‘salesy’, while 30% say it is inauthentic.</p> <h3>Only 9% of people visit high-street travel agents</h3> <p>Finally, <a href="https://www.apadmi.com/travel-report-2017/" target="_blank">Apadmi</a> suggests that the high-street travel agent could be under threat, as just 9% of UK holidaymakers say they now visit travel agents in person to book their holiday. This comes from a survey of 1,000 people who have gone on holiday in the past 12 months.</p> <p>The study also revealed that just 4% of 18-24 year olds have visited their high street travel agents in recent times, while this rises to 18% for people over the age of 65.</p> <p>It’s not all gloom and doom for travel agents though. Apadmi also found that an increase in technology would attract consumers back to the high street, with 48% saying they would like to see travel agents invest in augmented reality and virtual reality so they can view destinations, hotels or transport in store.</p> tag:econsultancy.com,2008:BlogPost/69420 2017-09-14T11:39:11+01:00 2017-09-14T11:39:11+01:00 Inbound marketing vs. Account-based marketing: Diverging or aligning strategies? Riaz Kanani <p>I remember when <a href="https://medium.com/u/a845d2c84c23" target="_blank">Brian Halligan</a> and <a href="https://medium.com/u/d5d49189c3e7" target="_blank">Dharmesh Shah</a> were building Hubspot and created the terminology around inbound marketing. I was International Marketing Director at Silverpop at the time and had just launched its B2B marketing automation platform in UK and Europe.</p> <p>We had a huge content production team there and we knew that the people who consumed our content were much more likely to close than those who came in via other channels. Its biggest challenge though was the time it took to scale up and cut through in a competitive marketplace — we always needed to supplement it with other approaches.</p> <p>Today, most companies have some sort of inbound marketing strategy. Certainly more than have a formal account based marketing (ABM) strategy. Our experience at Radiate B2B is that even more sales teams use an account-based sales approach and have their own lists of prospects separate to marketing that they want to close.</p> <p><img src="https://assets.econsultancy.com/images/0008/8967/interest_over_time.png" alt="" width="700" height="248"></p> <p>An account-based approach is different to an inbound marketing-based approach. The way you plan is different and the way you implement them is different.</p> <p>It is not a case of either or though. While different, they do not compete. Inbound marketing and account-based marketing are complementary to each other.</p> <h3>What is inbound marketing?</h3> <p>Inbound marketing focuses on attracting customers with content that feels valuable and intuitive to the prospect. The major channels used are blogs, search engines, and social media. </p> <p><img src="https://assets.econsultancy.com/images/0008/8939/0-jAKGj5raA6fjZXlp.png" alt="Hubspot - Inbound Marketing" width="792" height="288"></p> <p>It most definitely does not interrupt or fight for a prospect’s attention. Though with the amount of content being produced by marketers this is becoming harder and harder and requiring higher quality and more personalised content to stand out (though by the nature of inbound this is usually limited to industry level rather than account level).</p> <p>Most of all it builds trust and positive brand equity with a prospect. </p> <p><em>To learn more on this topic, check out Econsultancy’s <a href="https://econsultancy.com/training/courses/topics/content-marketing-and-strategy">range of training courses</a> or download our new <a href="https://econsultancy.com/reports/content-strategy-best-practice-guide/">Content Strategy Best Practice Guide</a></em>.</p> <h3>What is account-based marketing (ABM)?</h3> <p>Traditionally <a href="https://econsultancy.com/reports/account-based-marketing-a-practical-guide/">account-based marketing</a> has been about marketing to a select few companies that are in your sweetspot and are extremely valuable.</p> <p>Today, technology is helping to scale this beyond a select few and up to a few hundred accounts. This has created a new and upsurging interest in the strategy and has been coined 'ABM', 'One to Few ABM', 'Named account ABM' or 'Industry ABM'. Eventually the terminology will converge of course but not so far.</p> <p>It has long existed in sales and has been growing within customer success teams also. As a result the strategy has moved beyond just marketing to be termed account-based everything or 'ABX'. Alignment across the three raises results significantly though there is detail within each that is not applicable across the board.</p> <p>Like inbound marketing, an account-based approach aims to build valued relationships with the aim of attracting a high value customer.</p> <p>The account-based approach looks to place content in front of a prospect rather than wait for a prospect to go looking for it however, relying on its highly personalised nature to cut through the noise and reduce any feeling of interruption. It then continues the engagement using what we at Radiate B2B believe to be a hyper personalised inbound marketing approach through to close and beyond when the prospect is now a client.</p> <p>As a result, account-based marketing uses offline, highly targeted display (programmatic, but not really), social media, websites, <a href="https://econsultancy.com/admin/blog_posts/69420-inbound-marketing-and-account-based-marketing-friend-or-foe/edit/s">email marketing</a>, direct mail, telephone and face-to-face. Pretty much any channel can be adapted within an ABM approach. It is why ABM is sometimes called just good B2B marketing.</p> <p><em>To learn more on this topic, check out Econsultancy’s new <a href="https://econsultancy.com/reports/account-based-marketing-a-practical-guide/">Practical Guide to Account-Based Marketing</a>.</em></p> <h3>Diverging or aligning strategies?</h3> <p>So can they truly work together? There are aspects of both strategies that do align:</p> <ol> <li>The customer is at the centre.</li> <li>Valuable content powers them both  –  though with different approaches.</li> </ol> <p>But for the most part they do differ.</p> <ol> <li>Inbound marketing starts when a visitor looks for your content. An account-based approach requires you to go out into the world and talk to your ideal prospect directly, not wait for them to appear.</li> <li>Typically deal sizes will be larger for ABM than inbound marketing.</li> <li>Despite technological advances, ABM is still limited in scale versus inbound marketing so typically there will be a larger number of deals.</li> </ol> <h3>So which strategy is best?</h3> <p>The right approach clearly depends on who your company sells to. Obviously you are a company selling to businesses, but an account-based approach, even one using the latest techniques, does not work if the average lifetime value of your largest clients is small. In this scenario an inbound marketing approach is still the best approach.</p> <p>But what about in other scenarios?</p> <p>Account-based marketing works to close accounts in your sweet spot. These customers will typically be happier customers as they are aligned with your thinking and direction resulting in higher net promoter (NPS) or customer satisfaction scores. This in turn leads to significant numbers of advocates for your product driving more companies to your website.</p> <p>An outbound marketing approach is therefore the wrong approach and wasteful, but an inbound marketing approach will convert these incoming accounts at a much lower cost than an account-based programme.</p> <p>Combining inbound marketing and account-based marketing is also cost efficient. ABM requires hyper personalised content that speaks to an account’s needs, whilst traditional inbound marketing typically doesn’t have the same level of personalisation, it does aim to provide valuable content to attract prospects to the company. Content can be adapted to the needs of both strategies removing the need to create standalone content for both approaches.</p> <p>A further benefit is that these incoming accounts may lead you to new markets and territories fueling decision-making around expansion.</p> <p>So ABM and Inbound are indeed friends and work well together. In fact Hubspot, the home of inbound marketing, has not been shy investing in account-based businesses.</p> tag:econsultancy.com,2008:TrainingDate/3247 2017-09-08T11:13:37+01:00 2017-09-08T11:13:37+01:00 Mini Masters in Digital Marketing Online <p>If you want to accelerate your career to take a leadership role as a professional digital marketer then the Econsultancy Mini Masters in Digital Marketing is the course that will give you the practical and strategic skills to step up.</p> <p style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;">Econsultancy’s Mini Masters is taught online with intensive, challenging, interactive modules taught by the very best in the business. Formalise your existing skills, and come away with the confidence that you really know your stuff – and how to prove it at the highest level. </p> <p style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;"><strong>Book your place now! Next course dates are in April and October 2018.</strong></p> tag:econsultancy.com,2008:TrainingDate/3246 2017-09-08T11:02:07+01:00 2017-09-08T11:02:07+01:00 Mini Masters in Digital Marketing Online <p>If you want to accelerate your career to take a leadership role as a professional digital marketer then the Econsultancy Mini Masters in Digital Marketing is the course that will give you the practical and strategic skills to step up.</p> <p style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;">Econsultancy’s Mini Masters is taught online with intensive, challenging, interactive modules taught by the very best in the business. Formalise your existing skills, and come away with the confidence that you really know your stuff – and how to prove it at the highest level. </p> <p style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;"><strong>Book your place now! Next course dates are in April and October 2018.</strong></p> tag:econsultancy.com,2008:WebinarEvent/901 2017-09-07T09:16:35+01:00 2017-09-07T09:16:35+01:00 Ask Me Anything - Digital Transformation: People & Skills <p style="border: 0px; vertical-align: baseline;"><img src="https://assets.econsultancy.com/images/0008/8985/ask-me-anything_landing-page_2.png" alt="" width="552" height="277"></p> <p style="border: 0px; vertical-align: baseline;">Ask Me Anything is our new interactive webinar series designed for you to discuss strategies and pick the brains of our experts when it comes to your digital transformation.</p> <p style="border: 0px; vertical-align: baseline;">For the second Ask Me Anything session, we will be exploring the people and skills required for digital transformation:</p> <ul style="border: 0px; vertical-align: baseline;"> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">Who should be involved in digital transformation</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">What are the skill sets required for digital transformation</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">How to build a digital culture</li> </ul> <p style="border: 0px; vertical-align: baseline;">Our panel of Econsultancy experts are <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Eu Gene Ang</strong>, Lead Trainer, Asia, <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Damien Cummings</strong>, Entrepreneur-in-Residence &amp; Principal Consultant, APAC, and <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Jeff Rajeck</strong>, Research Analyst, APAC.</p> <p style="border: 0px; vertical-align: baseline;">Register for the webinar and <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;"><a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://goo.gl/forms/GqXslFnHdjYGvnul1" target="_blank">submit your questions</a></strong> by <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">27th October 2017</strong>. We aim to answer all the questions during the webinar session.</p> <p style="border: 0px; vertical-align: baseline;">Tweet about the webinar using the hashtag <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">#EconAMA</strong>.</p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Webinar done in collaboration with:</strong>   <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://www.ntuc.org.sg/uassociate/" target="_blank"><img style="font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;" src="https://assets.econsultancy.com/images/resized/0008/7981/ua_logo-blog-flyer.png" alt="" width="205" height="50"></a></p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">FAQ:</strong></p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">I'm not an Econsultancy subscriber, can I join?</strong></p> <p style="border: 0px; vertical-align: baseline;">Ans: You sure can. The sessions are complimentary for existing customers and new friends.</p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Will the session be recorded?</strong></p> <p style="border: 0px; vertical-align: baseline;">Ans: Yes! We record all of our webinars, and we'll send out a link to the recording the following week.</p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">What if I register but can't make it?</strong></p> <p style="border: 0px; vertical-align: baseline;">Ans: It's all good. We'll send a follow-up with key takeaways and a link to the recording.</p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Can I ask questions?</strong></p> <p style="border: 0px; vertical-align: baseline;">Ans: Absolutely! This session is for you. Please <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">submit your questions <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://goo.gl/forms/GqXslFnHdjYGvnul1" target="_blank">here</a></strong> and hear our experts respond to your questions at the live webinar.</p> tag:econsultancy.com,2008:BlogPost/69384 2017-09-01T10:00:00+01:00 2017-09-01T10:00:00+01:00 SEO David vs. Goliath: How travel sector minnows can overcome their big brand competitors Richard Marriott <p>Perhaps the reason it intrigues me so much is the huge opportunity to grab traffic from the typical head terms, right through to capturing the long tail search queries at the awareness stage in the buying journey. Alongside this is the challenge smaller brands face competing with the giants in the market and having to get smart with leveraging search. </p> <p>During this post, I want to take you through an example overview of part of the travel market and give an understanding on how smaller brands are capturing search traffic against the bigger brands in the industry. </p> <h3><strong>The Goliath Challenge</strong></h3> <p>So, Google has a patent in place in regard to brand weighting and how it is calculated. However, it’s <a href="http://www.seobythesea.com/2015/05/google-site-quality-scores/%20">pretty difficult to understand</a>.<br></p> <p><em>'The system determines a site quality score for the particular site, and might be determined by computing a ratio of a numerator and a denominator, where the numerator is based on the count of unique queries that are categorized as ones that refer to the particular site, and where the denominator is based on the count of unique queries that are just associated with the particular site, just don’t refer to it in the same kind of way.'</em></p> <p>Perhaps something easier to digest is <a href="https://moz.com/blog/rankings-correlation-study-domain-authority-vs-branded-search-volume">this piece</a> by Tom Capper over on Moz, around a ranking correlations study which compares domain authority against branded search volume. Basically, bigger brands seem to rank better and have an uplift due to their authority in the market which is certainly a challenge in the travel industry with giants such as Virgin, Thomas Cook and Thomson.</p> <p>Now I could list at least 20 brands here, but for the purpose of this example I have selected a few that have appeared in a particular SERP that I’m going to be talking about later, with a mixture of big brands, specialists and aggregators.</p> <p>The scale of this can be seen from a simple bit of keyword research along with monthly volumes:</p> <ul> <li>Thomas Cook: 1,400,000</li> <li>Thomson: 992,000</li> <li>Virgin Holidays: 224,000</li> <li>Travel Supermarket: 139,000</li> <li>Lastminute: 75,000</li> <li>Kuoni: 43,000</li> </ul> <h3><strong>Market Landscape</strong></h3> <p>I’m sure you all know how to see where you are in comparison to your competitors, with tools such as Sistrix, SEMrush and Searchmetrics allowing you to see your visibility vs. competitors. We prefer to export all of the keywords that each of the brand ranks for, and then categorise, strip out branded terms and then drop it into a graph to give you a visual.</p> <p>So, for this example we’ve taken a sample set of just over 3,000 keywords, which would equate to just over half a million visits if you were fortunate enough to rank first for them all with conservative CTR assumption.</p> <p>We then pulled just a few of the brands with visibility for these terms, and below you can see the output:</p> <p><img src="https://assets.econsultancy.com/images/0008/8639/Competitive-Landscape-Image-1.png" alt="" width="650" height="249"></p> <p>To summarise this, the higher you are the better your average rank across these terms, and the further to the right means the site ranks for a higher number of terms.</p> <p>However, looking at a whole market is perhaps a bit too broad, especially with so many locations and resorts, so if you’ve categorised your keywords well you’ll also be able to run graphs for individual categories. Below is an example for Thailand which contains 480 keywords, which again would equate to 69,000 visits, so still a significant amount of traffic:</p> <p><img src="https://assets.econsultancy.com/images/0008/8640/Competitive-Landscape-Thailand.png" alt="" width="650" height="249"></p> <p>We can see that Virgin is out in front with a brand presence of more than five times that of the smallest in the list, Kuoni. So how does Kuoni start to compete or even take market share away from all the other brands with pretty much double the awareness?</p> <p>Let’s take a look...</p> <h3><strong>Links</strong></h3> <p>Like everyone else with any SEO knowledge, I know that it’s not just about number of links. However they are still a very important ranking signal.</p> <p>Below I’ve simply the taken number of referring domains and domain trust from Majestic and charted this in... you’ve got it, another graph:</p> <p><img style="vertical-align: middle;" src="https://www.zazzlemedia.co.uk/wp-content/uploads/2017/08/Travel-Domain-Trust-and-Linking-Domanins.png" alt="" width="938" height="385"></p> <p>When you correlate the size of brand vs. the volume and quality of links then it’s not representative at all, with Kuoni appearing to do well at earning links and having a higher volume at the same quality as Virgin Holidays. This starts to show that if we took the brand weighting out and relied on authority and links, the market landscape would certainly look different.</p> <p>Next, I’ve looked at links into the key destination landing pages. Interestingly this is a slightly different picture: Virgin Holidays only has nine referring domains and a lower quality of links into its Thailand holiday page and Kuoni has three times the volume of links and significantly more domain trust from those domains.  </p> <p>So more links into the whole domain, individual location directories and a better quality from the smaller brand which is competing against these giants:</p> <p><img style="vertical-align: middle;" src="https://www.zazzlemedia.co.uk/wp-content/uploads/2017/08/Giants-Domain-Trust-and-Linking-Domains.png" alt="" width="939" height="390"></p> <h3><strong>Engagement</strong></h3> <p>After looking at links I wanted to understand engagement metrics, and for this I used time on site and bounce rate taken from Alexa.  <img style="vertical-align: middle;" src="https://www.zazzlemedia.co.uk/wp-content/uploads/2017/08/Time-on-Site-and-Bounce-Rate.png" alt="" width="938" height="263"></p> <p>Here’s where some of the bigger brands start to excel and should really be a focus for Kuoni. Interestingly, as they are very bespoke holidays, it links off to a subdomain page potentially making bounce rate inflate and time on site decrease, so would benefit from being all on the same subdomain.</p> <h3><strong>Pages indexed</strong></h3> <p>Next I wanted to understand content depth for pages indexed relevant to Thailand on each of the sites.</p> <p>Here’s how it stacks up (to get the volume simply type site:<em>{url here}</em> inurl:<em>{location}</em></p> <ul> <li>Thomas Cook: 18</li> <li>Thomson: 579</li> <li>Virgin: 136</li> <li>Travel Supermarket: 49</li> <li>Last Minute: 4,440</li> <li>Kuoni: 349</li> </ul> <p><em>**slight caveat alert: lastminute.com has the most amount of pages indexed for /Thailand/ simply due to its broad hotel offering.</em></p> <p>As we saw earlier Kuoni is significantly smaller in terms of overall branded search volume. However, it has the second highest volume of pages ranking for the Thailand keyword set. This shows the brand is making content work hard in order to drive visibility into the keyword set that’s been sampled, and I’m sure if we were to broaden the number of terms then Kuoni would in fact rank for more terms than a lot of the larger brands.</p> <p>A good example to look at is perhaps its multi-centre holidays. This has a reasonable monthly search volume of 590 searches per month. For this term, it outperforms the competitors looked at in this post, and when you look at the pages in comparison to each other you can see why...</p> <ul> <li><a href="http://www.kuoni.co.uk/thailand/multi-centres">http://www.kuoni.co.uk/thailand/multi-centres</a></li> <li> <a href="https://www.virginholidays.co.uk/destinations/asia-and-far-east/thailand/multi-destination">https://www.virginholidays.co.uk/destinations/asia-and-far-east/thailand/multi-destination</a> </li> <li> <a href="http://www.thomson.co.uk/holidays/multi-centre">http://www.thomson.co.uk/holidays/multi-centre</a> </li> <li> <a href="https://www.travelsupermarket.com/en-gb/holidays/thailand/pattaya/">https://www.travelsupermarket.com/en-gb/holidays/thailand/pattaya/</a> </li> <li> <a href="https://www.thomascook.com/holidays/signature/multi-centre/">https://www.thomascook.com/holidays/signature/multi-centre/</a> </li> </ul> <p>Not only has Kuoni written more content on the main landing page, it has also created lots of other landing pages surrounding this term for each location <em>(Koh Samui/Chiang Mai/Bangkok etc)</em> <em>+ multi centre</em> and along with an internal linking strategy to this content.</p> <h3><strong>Summary...</strong></h3> <p>If you are running the digital strategy for a large brand then you have the ability of exploiting the power of the patent that’s in place for brand weighting in your favour, but don’t rest on your laurels of simply having “the brand” as being enough. </p> <p>As we have seen, despite this patent, smaller brands still have a huge opportunity to capture traffic through building and creating relevant landing pages and driving authority into deeper pages of the site.</p> <p>Below I’ve summarised the findings in a simple table. As we have seen Kuoni is managing to compete with the ‘giants’ of the industry when it comes to visibility of specific locations. While we can see that it is only really competing in the ‘site specifics’ on overall domain authority, Kuoni is focusing on driving deeper authority and creating more location specific content on the site to drive location specific visibility.</p> <p><img style="vertical-align: middle;" src="https://www.zazzlemedia.co.uk/wp-content/uploads/2017/08/Screen-Shot-2017-08-29-at-11.52.09.png" alt="" width="894" height="152"></p> <p>Despite this relatively small sample keyword set and list of brands analysed, it's clear to me that between them they all could be driving further awareness visibility through content output. While a lot of them are ranking for ‘I want to know’ micro-moments they are all appearing much further down the SERP for these types of terms.  </p> <p>For example, ‘things to do in Phuket’ delivers an average of 3,600 searches per month giving the Davids of this world an opportunity to capture lots of this traffic, right at the top of the purchase funnel.</p> <p><em>For more on this topic, check out these Econsultancy resources:</em></p> <ul> <li><a href="https://econsultancy.com/reports/seo-best-practice-guide"><em>Search Engine Optimization (SEO) Best Practice Guide</em></a></li> <li><a href="https://econsultancy.com/training/courses/topics/seo"><em>SEO training courses</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/69365 2017-08-25T16:07:56+01:00 2017-08-25T16:07:56+01:00 Five steps to successful B2B influencer marketing Maz Nadjm <p>The brands that historically have embraced the power of influencers’ endorsements to reach consumers have been mainly active in the B2C space, but we are now witnessing a shift, with more and more B2B companies taking a similar approach.</p> <p>Tech giants like Salesforce and ‘new kids on the block’ like Canva hired evangelists <a href="https://twitter.com/ValaAfshar">Vala Afshar</a> and <a href="https://twitter.com/GuyKawasaki">Guy Kawasaki</a> respectively to explain to the world how their products change people’s lives. Similarly, smaller brands with savvy B2B marketers in their ranks are putting more value in the currency of influence by building relationships with their industries’ leaders.</p> <p>To replicate these brands’ success for your own business, the first step is to understand what we actually mean when we talk about ‘influencers’.</p> <h3>Who are influencers?</h3> <p>According to Ryan Williams, creator of <a href="http://www.influencereconomy.com/">The Influencer Economy</a>, an influencer is “someone who can create a movement around their idea through collaboration, community passion and a shared vision”, and “can change a small idea into a world-changing idea, seemingly overnight”.</p> <p>To do so, influencers regularly create and share content on their social channels that can shape the thoughts, behaviours and actions of numerous people.</p> <p>This is a gold mine for B2B brands because when a company leverages an influencer’s channels to authentically connect with audiences, the impact they bring can be much more effective than other marketing efforts.</p> <p>Why? For two key reasons; influencers operate with the universal currency of trust, and trust, to put it simply, converts into brand engagement.</p> <p>As consumers, we probably all agree that we trust humans far more than faceless corporations, and this applies to B2B brands too. On the other hand, potential B2B buyers who feel a “high brand connection” are 60% more likely to consider, purchase and even pay a premium than “low brand connection” competitors.</p> <p><img src="https://assets.econsultancy.com/images/0008/8489/b2b_influencers.png" alt="" width="650" height="325"></p> <h3>How can you get started?</h3> <p>While engaging with influencers may seem like a daunting task, the following five steps can help you get started, regardless of what your budget is:</p> <h4>1. Build the story you want to tell</h4> <p>To leverage the power of your influencers, the first thing you need to do is to build your own values and messages. This is what's called brand storytelling, and it involves articulating the narratives of your company: Why did you set up the business? How did you get started? What is the product or service you’re selling and who is helping you build it?</p> <p>When building your brand story, it’s important you keep your customers in mind to reflect how your mission fits into their lives. If you’re unsure of where to start from, watch this inspiring Ted Talk by <a href="https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action">Simon Sinek </a>on the importance of the ‘why’.</p> <h4>2. Find the right influencers</h4> <p>Once you have your brand’s unique story, it’s time to find the right influencers. These will be the people who share your passion and expertise across key categories that relate to your business.</p> <p>For example, if your product is a social selling platform, look for people who are expert on the topic and have first-hand experience with social selling either as salespeople or for having implemented successful social selling programmes at their company.</p> <p>Another great way to find relevant influencers is to look at whom your customers are engaging with on social media. The more you listen to their conversations and understand what they care about, the easier it will be for you to figure out who they (and your prospects in the same industry) will find influential.</p> <p>Finally, something important to understand is that influence is not about vanity metrics like followers, likes or impressions. In fact, most of the potential influencers in B2B environments are highly niche-focused. There is no one-size-fits-all solution, but it may be more effective to spend time looking for the right influencer than to pay a stellar celebrity that has no direct experience in your industry to endorse your product.</p> <h4>3. Learn to listen, before you ask</h4> <p>Once you’ve matched your brand values with those of an influencer, create content that is going to get their attention. It’s possible you’ve already crafted these messages for your customers, and that their interests coincide with those of your influencers, but it’s also very likely that they’re completely different.</p> <p>Therefore, it’s absolutely key that you spend time understanding what your influencers care about, and that you use this information to fine-tune some of your messages to their interests. Otherwise, it will be difficult to get them to spread the word for you.</p> <h4>4. Focus on adding value</h4> <p>A great way to connect with your influencers without making a big dent in your marketing budget is by engaging with them on social media. Start by liking their content, sharing it and commenting on those posts that are relevant to your business and audience.</p> <p>You can also ask them whether you can share their insights with your customers and audience. A great way to do so is to create content like infographics, quote cards or videos based on information they’ve shared, and to ask them whether you could include it in your next newsletter or social media post.  </p> <p>Once you’ve built a rapport, and provided your content is relevant to them, they’ll almost certainly begin to engage with you back.</p> <h4>5. Nurture a culture of sharing</h4> <p>When you have established a relationship with an influencer, consider empowering your whole team – especially your most active salespeople – to share the content you have created around the influencer’s activity (whether it is an interview on your company blog, an infographic or a simple link to their latest article).</p> <p>This will help you generate additional reach for your company’s content, while increasing the influence of the industry expert you have built a relationship with in a very ‘human’ way.</p> <p><img src="https://assets.econsultancy.com/images/0008/8490/b2b_influencers_2.png" alt="" width="650" height="325"></p> <p>In a nutshell, an influencer marketing strategy should start from your own brand. Make sure your values are clear, and your mission is articulate. Once you have this, find people who are actively and passionately talking about the issues your company cares about, and make sure you and your team engage with them through relevant content on social media.</p> <p><em>For more on this topic, check out these Econsultancy resources:</em></p> <ul> <li><a href="https://econsultancy.com/reports/measuring-roi-on-influencer-marketing"><em>Measuring ROI on Influencer Marketing</em></a></li> <li><a href="https://econsultancy.com/reports/the-voice-of-the-influencer"><em>The Voice of the Influencer</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/69356 2017-08-24T19:34:48+01:00 2017-08-24T19:34:48+01:00 The essential first step toward digital transformation Jeff Rajeck <p>At a recent Econsultancy <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-presentations-singapore/">Digital Intelligence Briefing</a> in Singapore, Damien Cummings, CEO at Peoplewave and Econsultancy's Entrepreneur-in-residence, argued that the best first step may, instead, be to reach out to human resources (HR) and get them on board.</p> <p>The reasons why are listed below, but first we'd like to tell you about two related events coming up:</p> <ul> <li>The first is a webinar on September 6th, 11:30am SGT called "Ask Me Anything - Digital Transformation: Getting Started." Damien Cummings will be debating Digital Transformation with Eu Gene Ang and Jeff Rajeck and <a href="https://econsultancy.com/events/ask-me-anything-digital-transformation-getting-started/">you can book your spot here</a>.</li> <li>The second is the Digital Leadership Bootcamp taking place from the 25th - 27th October in Singapore. At the workshop, participants will be learning how to "build a world class digital organization as your grow your career" with Damien Cummings who led marketing departments at Samsung, Philips, and Standard Chartered. <a href="https://econsultancy.com/training/courses/digital-leadership-bootcamp-build-a-world-class-digital-organization-as-your-grow-your-career-2/dates/3241/">Find out more and book your spot here</a>.</li> </ul> <p><strong>So why is HR critical to digital transformation?</strong></p> <h3>The components of digital transformation</h3> <p>When companies start the digital transformation process they may come up with a strategy which typically includes buying some technology and building a team to implement it.</p> <p>While these steps are indeed important, companies who do that, and that only, may be missing out on a number of things which are essential to a successful digital transformation.</p> <p><img src="https://assets.econsultancy.com/images/0008/8366/1.jpg" alt="" width="800" height="534"></p> <p>At the event, Cummings argued that digital transformation actually requires five components all working together to be successful: </p> <ul> <li> <strong>Strategy</strong>: So that everyone agrees where the transformation is headed.</li> <li> <strong>Engagement</strong>: To ensure that everyone, not just the initiators, are on board.</li> <li> <strong>Innovation</strong>: Because the north star of transformation should be progress.</li> <li> <strong>Technology</strong>: To bring in advances from outside the organisation into the company.</li> <li> <strong>Data &amp; Analytics</strong>: Feedback from data and data-driven action plans make sure that digital transformation can continue on an ongoing basis.</li> </ul> <p>If any of these pieces are missing, organisations risk encountering one of the many insurmountable obstacles to transformation.</p> <p><img src="https://assets.econsultancy.com/images/0008/8368/4.jpg" alt="" width="800" height="452"></p> <p>So, before starting digital transformation, <strong>it is essential to determine who can hold all of these pieces together.</strong></p> <p>The trouble with driving it from any of the C-suites is that they are either constrained with fixed budgets (CIO, CTO), are not resourced for such an undertaking (CEO, CFO) or do not typically have the clout in the organisation to ensure that all departments are engaged (CMO, Chief Data Officer or CDO).</p> <p>The department to help lead the change, therefore, should be one which has: </p> <ul> <li>Flexible budgets</li> <li>A well-resourced team, and </li> <li>Existing relationships throughout the organisation. </li> </ul> <p>According to Cummings,<strong> the one department which fulfills all of these criteria is human resources (HR).</strong></p> <p><img src="https://assets.econsultancy.com/images/0008/8369/5.jpg" alt="" width="800" height="209"></p> <h3>HR and the start of digital transformation</h3> <p>One useful model to help with the digital transformation process comes from Harvard Business School professor John Kotter.  In his book, Leading Change, Kotter describes the eight steps organisations must take for change to happen – and for it to stick.</p> <p>For many companies, simply getting started is perhaps the most difficult hurdle to get over. Kotter recommends that those leading digital transformation start by creating a 'climate for change' in the organisation. </p> <p>One of the best ways to create this climate is to write and communicate an emotionally compelling vision of the future which Kotter calls <strong>"The Big Opportunity."</strong> The Big Opportunity should highlight <strong>an exciting new direction for the company which, if everyone pulls together, will place the organisation in a better, stronger position in the future.</strong></p> <p>This forward-looking vision could be initiated by the CEO, CMO, or another senior executive, but without early and total buy-in from HR it will be difficult to communicate it company-wide and ensure it is well-understood throughout the organisation.</p> <p><img src="https://assets.econsultancy.com/images/0008/8370/6.jpg" alt="" width="785" height="375"></p> <h3>Ongoing digital transformation with HR</h3> <p>In order for The Big Opportunity to remain relevant, real change needs to start happening throughout the company quickly. Kotter's model lists several changes that matter, including: </p> <ul> <li>Forming a new, powerful coalition around the vision,</li> <li>Empowering departments to act decisively, and </li> <li>Making sure that change 'sticks' and becomes part of the culture. </li> </ul> <p>Out of any one department in the organisation, <strong>HR has the reach and influence to make sure that each of these come to fruition.</strong></p> <p>Additionally, there is another, more significant change which Kotter claims may be necessary. In his more recent book, <a href="https://www.amazon.com/Accelerate-Building-Strategic-Agility-Faster-Moving/dp/1625271743">Accelerate</a>, Kotter describes how the typical, management-driven hierarchies are ideal for delivering reliability and reducing risk.</p> <p>But, he adds, that <strong>revolutionary change to an organisation (e.g. digital transformation), cannot happen if an organisation is focused on reducing risk.</strong></p> <p>The answer? Companies should setup a 'dual operating system' where the hierarchical management structure remains to run the business and a new, parallel network of employees who work outside of the normal reporting structure are responsible for innovation.</p> <p><img src="https://assets.econsultancy.com/images/0008/8373/9.png" alt="" width="800" height="386"></p> <p>Perhaps surprisingly, this idea is not new. Xerox, the office automation supply company, has had two company cultures for decades. The hierarchical one is responsible for selling copiers and other machines and its Palo Alto Research Centre (Xerox PARC) is responsible for innovation.</p> <p>As a testament to the success of the model, Xerox PARC invented and developed many of the components of the modern PC (GUI, mouse, and ethernet among them) in the 1970s, long before they were adopted by Apple and IBM.</p> <p><img src="https://assets.econsultancy.com/images/0008/8491/xerox.jpg" alt="" width="650" height="359"></p> <p>Needless to say, for a digital transformation team to even consider a dual organisation company structure, HR must be part of the planning from the very beginning. Attempting such a radical change would be virtually impossible without the support of those who are tasked with hiring, onboarding, and, to some extent, managing employees throughout the company.</p> <p><img src="https://assets.econsultancy.com/images/0008/8375/2.jpg" alt="" width="800" height="533"></p> <h3>So...</h3> <p>Human Resources plays an essential part in getting the the digital transformation process started (The Big Opportunity) and will also help keep it going, especially if it requires a change as fundamental to the company as implementing a 'dual operating system'.</p> <p>Apart from getting started and keeping the momentum up, though, HR can also help ensure that all of the pieces required for digital transformation become part of the culture and are well-represented by the leaders and fully-understood by the rest of the company.</p> <p>So those intent on starting or being part of digital transformation should introduce themselves to their HR partners and do what they can to get them on board with the programme early and enthusiastically.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank<strong> Damien Cummings, CEO at Peoplewave and Econsultancy's Entrepreneur-in-residence</strong> for his presentation as well as the delegates who took time out of their busy schedules to attend.</p> <p>We hope to see you all at future Singapore Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/8376/3.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:ConferenceEvent/896 2017-08-23T15:58:06+01:00 2017-08-23T15:58:06+01:00 Digital Therapy Live <p><strong>Digital Therapy Live</strong> is an event dedicated to providing a cure for your digital angst. It’s part of our <strong>Digital Therapy</strong> programme for 2017, a mixture of events and webcasts running throughout the year.</p> <p>We ran our first <strong>Digital Therapy Live </strong>in May and, as it was such a success, we have decided to run another event in November of 2017. </p> <p>November's<strong> Digital Therapy Live</strong> will explore topics of concern in the digital space, providing you with the opportunity to digitally destress and debunk digital mysteries, with our experts giving you sound advice on how to pursue your best digital future (without the angst).</p> <p>It’s designed to be a comfortable and confidential setting, so what’s said at <strong>Digital Therapy Live</strong>, stays at <strong>Digital Therapy Live</strong>. In this private forum, surrounded by your peers and our experts, you are free to rant, question, dispute, explore and immerse yourself in comprehensive digital discussion. </p> <p>This event is exclusive to Econsultancy users who are also senior client-side marketers.</p> <h4><strong>Roundtable topics</strong></h4> <p>At <strong>Digital Therapy Live</strong> you’ll have the opportunity to participate in two roundtable discussions, each focusing on different digital pain points. Upon being allocated a space, you’ll have the chance to choose which discussion tables you would like to take part in the most. Topics on the day will delve into areas including:</p> <ul> <li>The end of the generation of traditional content: AI is here</li> <li>Why you are not getting the most out of your data</li> <li>Overemphasis on customer acquisition rather than retention</li> <li>Corporate inability to attract/retain digital talent</li> <li>The issue of keeping up with marketing technology</li> <li>Mobile progress</li> <li>Personalisation</li> <li>Testing and optimization</li> <li>Agile adoption</li> <li>Organisational design for 'digital'</li> <li>GDPR: How to prepare for the data privacy revolution</li> </ul> <p>We hope to ease your anxiety and eliminate your digital woes throughout the event; our roundtable discussions aim to help you negotiate the many digital difficulties presented to the modern marketer. </p>